We do not offer a menu to choose from in advance. Every engagement starts from the client's concrete situation. There are, however, some areas where our experience tends to produce more value, with different entry points depending on where the company is.
The entry point with the least friction and the highest signal return. For those who want orientation before committing to a longer path.
Management knows something is not working, but priorities are not yet clear. Or a broader engagement is about to begin and a solid base is needed before proceeding.
Also suitable for CEOs or PE sponsors who want an independent reading before a board meeting or an investment decision.
3-4 weeks. Access to operational and financial data, interviews with key figures (CEO, CFO, COO, functional heads), identification of high-potential saving areas or structural inefficiencies.
Output: defined priorities, identified quick wins, recommended path. Not an audit: an orientation for those who must decide.
When costs are under pressure and a structured programme is needed, not just a list of cuts. The output is not a report: it is a plan with baseline, dependencies, tracking and a defined next step.
Costs are growing or not falling fast enough. The board or PE sponsor is asking for tangible economic results in the short to medium term. Procurement has multiple priorities but would benefit from structured external support.
Structured spend analysis by category (direct and indirect). Identification of quick wins and structural initiatives. Estimation of economic benefit. Support and coaching for the procurement function. Direct management of priority categories, where appropriate. Selective involvement of vertical specialists (telecom, transport, packaging, etc.).
Non-optimised telecom and IT costs, no internal structure to address them. Category-level analysis produced a vendor landscape rationalisation plan implemented in less than 6 months: saving of €655K/year on the telecom component (-43%). Across multiple mid-market clients, the programme generated cumulative savings exceeding €1.4M per year.
When the problem is not on the surface: ineffective processes, fragmented systems, weak governance, an operating model that does not scale, or incomplete post-acquisition integration.
Following a diagnostic that reveals underlying problems. Or directly, when the client already knows the problem is operational: inefficient processes, fragmented IT, an operating model that does not scale, incomplete post-M&A integration, or AI opportunities to assess in a business context.
Redesign of key processes in BPM logic (end-to-end, result-oriented). IT strategy and governance: system selection, application portfolio rationalisation, ERP assessment as independent advisor. AI opportunity assessment: real use cases and implementation priorities anchored to measurable outcomes. Operating model design: structure, roles, KPIs, governance mechanisms. Post-M&A integration: operational continuity, synergy realisation, organisational alignment.
A healthcare group had Order-to-Delivery processes still manual across 480+ B2B transactions with hospital and healthcare clients. End-to-end redesign eliminated the remaining manual processes: reduction of 8 FTEs, cycle times improved by 2-4 days, errors and client disputes -25%.
When the scope is broad, complexity is high and strategic vision, operational judgement and direct oversight of critical phases are all needed together.
Step changes, integration of significant acquisitions, entry into new markets, launch of transformative products, deep restructurings, strategic redefinition, carve-outs and divestments. Situations where the value of senior judgement with direct operational support far exceeds that of methodology alone.
Post-M&A governance of the critical phase: value protection, synergy plan, organisational alignment. Internationalisation and accelerated growth: market entry strategy, market sequencing, organisational structure and business model beyond the domestic perimeter. Corporate restructuring: realistic priorities, change governance, operational continuity. Strategic review and business model: support to CEOs and boards on priorities, growth levers, portfolio and channel rationalisation. Carve-out and divestment: commercial and organisational continuity through the separation, monitoring of key financial parameters.
A regional division of a multinational group underwent a deep restructuring: organisation, product portfolio, local legal structures and operating model redesigned in parallel with the separation of activities in preparation for divestment. ROS brought from 10% to 30%, leadership position maintained at high growth rates.
We work personally and directly on the project. When the scope requires it, we involve specialists selected over time for operational reliability and vertical expertise. Coordination and responsibility for the relationship remain ours.
In some cases a variable component linked to well-defined and measurable objectives may be agreed.
